Growth Capital seminar 30 June 2005

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2 2 Growth Capital June 2005

3 3 Welcome Head of Growth Capital

4 Agenda Current position Vision and strategy size of market investment focus organisation Where we operate Execution Case studies Outlook Closing remarks

5 Current position The business is in transition Changed processes Investment profile has improved

6 Vision and strategy 6

7 Vision To be the minority investor of choice for exceptional companies that have the potential to deliver outstanding returns Strategy To bring global scale and knowledge to local opportunities To generate superior returns from our investment focus To have a disciplined investment approach for origination, execution and asset management To use our unique structure as a key competitive advantage

8 3i s strengths - uniquely suited to the market need Flexibility afforded by our balance sheet size of investment returns targets exit timings minority holdings Network strength sector focus People Programmes Unrivalled experience

9 Size of market for 3i Initial data shows the market is large France market study shows deals per annum UK market study shows deals per annum Spain market study shows 15 deals per annum estimate 200 deals across Europe estimate 200 deals in US Asian market, particularly India and China, growing rapidly We have completed 25 deals over 10 million in the 24 months to 31 March 2005, investing 700 million Dis-intermediated market

10 Investment focus We invest in minority situations Where we have aligned interests with other shareholders We will invest increasingly large amounts size range 10million to 100 million average size of 30 million upside of 10 million+ We will invest in new deals per annum globally Portfolio target return of 20%

11 Organisation Global team Senior partnership Operating partners Remunerated as one team from 1 April 2006

12 Where we operate Madrid Aberdeen Copenhagen Amsterdam London Frankfurt Paris Munich Zurich Lyon Milan Barcelona Helsinki Stockholm Aberdeen Madrid Copenhagen London Amsterdam Frankfurt Paris Munich Zurich Lyon Milan Barcelona Helsinki Stockholm Mumbai Singapore Shanghai Hong Kong

13 Delivery of strategy One global partnership Teams focused on three practice areas: origination execution asset management Practice area leaders to understand, share and implement best practice across teams

14 Great work so far 49m Growth/Private placing 87m Placing 20m Growth/Pre IPO 25m Growth/Debt replacement 18m Placing/Pre IPO 13m Growth/Private placing 21m Growth/Placing 31m Growth 20m Placing (undisclosed) Growth/Placing 22.5m Placing 40m Placing

15 Country and case studies Maite Ballester, Spain, Origination Klas Hillström, Nordic, Execution Steven Nicholls, UK, Execution Robert Stein, Germany, Origination

16 Maite Ballester The Growth Capital market in Spain billion invested in 355 deals representing 60% of the total private equity market 15 deals above 15 million in 2004 (3 done by 3i) Highly fragmented market Liquidity can be an issue Different investment criteria (banks, institutions)

17 Maite Ballester - Spain Clínica Baviera Quote from Eduardo Baviera, CEO of Clínica Baviera Our preference was built on a number of facts and findings: - the international network of 3i worldwide; - the excellence of your professional network in the most relevant Spanish cities; and - the superb teamwork carried out by 3i people in Spain. Growth opportunities, areas of improvement were identified in a quick and clever manner. Intelligent reflections on strategic issues were put on the table.

18 Maite Ballester - Spain Clínica Baviera Situation Market leader with 14% market share in ophthalmology clinics specialised in laser refractive surgery. Tripled turnover in 5 years to 38 million. New growth formats in cosmetic treatments. Strong competition from 5 local PEs. Pricing of 8x EBITDA. Winning the deal Healthcare sector knowledge and credibility. Extensive 3i network to acquire companies in other EU countries and greenfield in Portugal. Full availability of 3i team and advisers, including Chris Rowlands completed in six weeks. Influencing Relevant NXDs: focused on exit and in Portuguese opportunities. Making money Joint agenda with majority owner in terms of value plan and exit, the latter demonstrated by full drag along from year 5 onwards. Downside protection to guarantee 2x cash in 3 years.

19 Klas Hillstrom - Nordic The Growth Capital market in the Nordic region 700 million invested in c.500 investments Sizeable number of family owned businesses facing succession issues Maturing asset portfolios of local VCs and private equity houses that need exits Private equity model fully accepted by: vendors management teams banks Good pool of local management talent Limited local competition for minority deals smaller pockets not much of a network outside Nordic

20 Klas Hillström - Nordic Boxer Situation Operator of the only terrestrial digital pay TV network in Sweden 410,000 subscribers in March 2005, up 60% in 12 months 30% stake sold as the largest asset in a portfolio deal by Swedish life insurer Winning the deal 3i acted as a credible taker for the whole portfolio while signing up a syndication partner. The vendors were only considering offers for the whole portfolio 3i managed to win the confidence of the remaining shareholder in Boxer This was key to winning the whole deal Influencing Two Board seats Our international outlook and financial expertise is sought after by the other shareholder Making money Potential to leverage the structure early on Solid bottom line growth opportunity Helping Boxer develop into an independent company

21 Steven Nicholls - UK The Growth Capital market in the UK Largest European market c. 1.2 billion invested in 70 deals in 2004 Fragmented competitor base: private equity/hedge funds banks AIM do nothing We are genuinely differentiated: level of investment appetite and desire to work alongside other shareholders/management added value to the business and board unrivalled international network clear alignment of interests

22 Steven Nicholls - UK Williams Lea Situation Winning the deal Influencing Making money Leading UK document and print management BPO provider Exceptional management team, blue chip customers, growing sector Competing against Buyout, PE backed Trade bidder, all debt solution Nine months spent understanding needs and agenda of: Shareholders: Management: Combined: liquidity for founding family / ESOP holders; unable to provide additional equity PE agenda. Independent board. Future equity liquidity event Enlarged equity base, debt adverse. Access to significant future upside Creative, all equity deal. 30m of new capital and 38m private placing Agreed value growth agenda Rising interest rate / ability to call funds if growth plans not achieved Introduced Robert Walker (ex CEO Seven Trent) as Chairman and new CFO from Liberata 3/6/9 month post completion action plans Entry pricing was a discount to market Acquisition of BBS from Bowne for $180 million within first 6 months

23 Robert Stein - Germany The Growth Capital market in Germany Significant market opportunity Current market mainly covered by banks/captive fund vehicles Estimated to be around 500 million in 2004 Aggressive debt product Limited local private equity competition regarding opportunities > 10 million Low awareness of private equity in growth capital situations Structural changes (internationalisation, low cost production, etc.)

24 Robert Stein - Germany Gries Deco Situation Vertically integrated retailer with 60 shops offering home decoration/gifts Tripled turnover in 3 years to 35 million Strong competition from mezzanine to support growth of the company Winning the deal Self originated through sector approach Demonstrated know-how through in-house expertise and network, thereby demonstrating value add ( strategic investor without strategic agenda ) Full availability of 3i team (24/7) completed within 8 weeks! Influencing NxDs/board of directors Team of executive directors for initial period 180 days post completion action plan based on strict time lines Making money Joint agenda with majority owner in terms of value plan and exit, the latter demonstrated by full drag along after year 3 Transforming a family business into a corporation

25 Outlook 25

26 Asia - market Area covers some of the most dynamic, and fastest growing economies in the world Globalisation means many of our European investments want access to Asia Increasingly active and established private equity market

27 Asia 3i s approach 3i s presence since 1998 gives us a solid, profitable base to expand from Expansion of current Asia business, investing directly into China and India office in Shanghai June 2005 office in Mumbai autumn 2005 Recruitment of teams now underway Anil Ahuja, Indian Managing Director

28 Infrastructure Dedicated team investing in assets core to the operation of key services across Europe Experienced investor Company Business activity Deal value Secondary PPP and infrastructure investment 640m Alma Mater Fund Student accommodation operator 1.4bn General hospital operator 290m Tramway operator 250m Grupo TCB Port operator 200m

29 Infrastructure investment strategy Invest c. 300 million in primary and secondary infrastructure assets over the next three years Investing directly and through co-managed funds Invest directly in three to five new investments in the primary market per annum and invest 10 million to 50 million per deal Invest via I 2, a specialist fund in which we are investors, 150 million into the secondary market over the next three years Focused particularly on the healthcare, transport and accommodation sectors while working on a broad range of opportunities

30 Investment levels Increasing investments in established European markets Significant expansion of existing Asian business Introduction of an infrastructure team

31 Returns Increased focus on new model vintages Seeing financial results from recent vintages Returns trend to new business model

32 Closing remarks Market uniquely suited to 3i s strengths Great work so far in improving our investment profile Next phase is bringing further focus to origination, execution and asset management Increasing investment levels and achieving target returns

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